In April, I made the decision to quit my job. I was done. I was confident that my experience would make for another easy transition onto a new role as it had each previous time, but I wasn’t prepared for this.
Since 2017, every step I thought I was taking forward has seemingly just put me behind. Being a Project Manager in Factory Automation and Material Handling with a BS in Technology Education already made me feel like a fish out of water. Luckily for me, I was provided opportunities with two very different organizations that helped build my professional foundation.
The semester before graduation, I attended a Christmas Party with my wife, girlfriend at the time, and was introduced to a local business leader who convinced me to pursue a career in the private industry and would be willing to give me an opportunity. I couldn’t pass it up. The opportunity to be back home with friends and family, make more money than I would in public education, not have to student teach, or try to find a teaching job made it a no brainer. The short term goal was to be a Project Manager, where I spent that second semester trying to find some confidence. I eventually was able to draw the parallels between a Project Manager and an Educator, of which there are many, and how to apply the skills I was taught in college and apply them differently. Developing a curriculum and gathering inputs to produce a deliverable, on schedule, with quality, to stakeholders both internal and external.
I spent the first six months out on the road installing radio frequency and magnetic shielding for MRI’s in healthcare facilities from Mayo Clinic to Seattle Children’s Hospital. I learned a ton. The next year was spent utilizing my AutoCad skills in the drafting department. I learned how to be an effective engineer, how to be organized and communicate with other departments and project stakeholders. From 2008-2012, I moved into a Project management where I managed projects all over the country, but primarily on the West Coast, where a I was fortunate enough to experience working in seismic zones and going through the permitting processes working with external PE’s and governing bodies. Looking back on those six years, it was kind of a paid internship and I still carry a lot of the lessons with me. I’m thankful for those that were tough on me as much as I am for those that passed on their knowledge and experience that I still carry to this day. It was also my first job out of college and there reached a point where my confidence exceeded my humility and value to the organization. Lesson learned.
That foundation provided an opportunity to hone into the skill of being a project manager over the next five and a half years. I was sent to the HQ in Sweden for “Basic training” where I learned about the company; the history, the technology theory, the business structure, the roles and responsibilities, the culture, the goals, etc. The following TWO weeks were “PM Basic” where I, with a mix of PM’s from other global business units, learned “How to work on a project.” It was a workshop, where we went through the project workflow, from kick-off through sign-off. Writing the Project charters and SOW’s, with business managers, engineers, manufacturing leads and experienced field installation resources in the room to support, and where everyone had the same expectations. We as Project Managers, who required managing deliverables requiring every department in the building, were considered a part of the “leadership group”. I was fortunate to be on the Quality Team where we executed regular quality audits for ISO Certification, developed processes, CAPA’s and executed other organizational improvement efforts such as 5S and Kaizan events. I served on the building maintenance team as well, where we evaluated capital improvements and maintained maintenance programs.
The benefit of being involved and having the ability to see the organization from that 30K foot view was invaluable. I understood why, as a project manager, I was was required to do the things I was required to do, with the inputs I was provided, to satisfy the employment agreement. I knew, and understood the sales process and the inputs required for generating proposals, in turn, a PO, of which I was better able to manage my projects. My role as a Project Manger was defined to the execution phase of the project. Simple. I was not an engineer, I was a project manager. Project managers were not authorized to have AutoCad. I could mark-up drawings for design reviews, and present them to the team for approval, and then the engineer would create a drawing revision, which was then presented to the client, engaging a change process and so on. I knew my budgets, and the how and why’s behind them. I had access to the calc tools, but couldn’t save anything. I could play with them and see how I could more effectively execute to increase profitability in pursuit of the greater goals and mission of the organization. I managed resources and coordinated with leadership to prioritize and execute effectively, not only my own projects, but with a voice and trust in my leadership to provide guidance and support. I wrote RFQ’s for suppliers and I understand what information is required to get the most accurate pricing. I also understand how to manage supplier relationships required to get the most competitive pricing while maintaining quality, satisfying not only client specifications, but also meeting the organizational requirements as defined by the quality team, of which I was a member of. I had an understanding of the manufacturing process, and what deliverables were required for manufacturing resources to execute to their defined job roles to meet the defined expectations. Being a part of the quality team, which was supported and valued in actively executing with continuous improvement focus, allowed me to be a part of a team in seeking to eliminate waste and increase productivity. Simple.
Now, from a project manager perspective executing the process, supported by a quality system, I had expectations to meet. I had specific templates for specific things, and there were specific places for specific documents and specific levers to pull to get specific things to happen. It was really well executed and looking back, I took a lot for granted with that company in that it’s not that easy to maintain, let alone develop a basic backbone. I’ve learned to appreciate how beneficial that experience was in my career. I reached a point where I had to move on as I had reached a ceiling. I also had a growing family and needed to pursue other opportunities and bring home more bacon.
Towards the end of that time, I had taken courses at the local community college to obtain my PMP certification. I completed the course, received the certificate and scheduled my exam. I woke that morning with a horrible cold and drove into the city. I was stressed and anxious, which resulted in a failed exam. Life and workload became the priority and I gave it up.
I was brought into an organization’s service department to manage large service projects and equipment upgrades in the Pharmaceutical arena. This was a new department and so far, only had a manager and a few “internal sales” resources handling these and they needed a bit more experience. While I would have preferred working on capital projects, I was most looking forward to being on the ground floor of a department and build it. I had three managers in seven months and service projects were not a priority. I wasn’t ACTIVELY seeking a move, but I started casually browsing and answering the phone when recruiters called.
A timely call brought me back into the automotive industry as I was recruited by a local company to manage large automated paint systems. It was awesome and I had the opportunity to reconnect with former colleagues as well as work on some really cool projects with great people. I was the lead PM on a $40M dollar project for a start-up EV manufacturer. It was the biggest project I’d ever managed. Unfortunately, my company filed for insolvency midway through the project and the contract was cancelled upon completion of the engineering phase. The pandemic hit a few month later and I was back on the market.
Out of necessity, and a bit of interest and experience from Marking and Coding applications in my past, I took on a role as a PM executing projects for food and beverage, packaging and pharmaceutical industries supplying marking and coding equipment (CIJ and Laser) for quality and tracking. Cool stuff, and great experience however, it wasn’t for me. I preferred larger projects and I didn’t feel I had the support to execute effectively and consistently over time. It was a larger organization, I was working remotely at the time (for the first time ever) and at this point and I just didn’t feel connected with my colleagues. It just didn’t feel right and people were coming and going. I flipped my “Open to work” and let it ride.
Two weeks later, I was having my second interview with an integrator in the material handling space. They were a growing organization and had needed experienced Senior PM’s to come on board and develop a system as everything was pretty much ad hoc at that point. I mean, it was wild. I never had a consistent project team and I struggled to get anything accomplished. What I had quickly discovered was that they really had no intention to develop any sort of system. They needed experienced PM’s who were able to use their experience to navigate through the bullshit. The simplest of suggestions were dismissed and the communication was less than stellar.
I started this gig in October of 2022. On March 6th, I woke up deaf in my left ear, which you can read more about here (https://dougstrid.com/?m=202306). Professionally, I was scared shitless. I had an invisible injury (disability) that had a serious affect on my job performance. I told my managers about it and the impacts it had on my work and what I required. They never asked for Dr’s notes or anything. They said “ok”, went to HR, came back and said that I could go on disability or “carry on”. Seriously? I felt I didn’t have many options and in reflection, I should have done a lot more to protect myself. I didn’t have the resources or know what to do at the time so I just put my head down and pushed through, like 95% of the population probably does. In November, I received my Cochlear Implant, which would eventually help, but takes time. I’m not sure how to explain it other than I was a professional juggler and I had a more difficult time keeping all the balls in the air. I also didn’t have the support to keep them from hitting the ground and I eventually became the scapegoat. I tried, I really did.
So today, I sit in a Starbucks almost 30 weeks later trying to figure out what I’m going to do. I doom-scroll job postings everyday finding things I’m qualified for, and may be able to do, but I’m scared to put myself in the same position. I’ve had DOZENS of interviews but I’m not getting offers, or feedback which is frustrating. I think I’m having a hard time interviewing. This has never been an issue for me in the past. If I got in the door, I had the job, every time. Not the case anymore as I think my disability is interfering. I have some short term memory issues and I have a hard time recalling specific situations. I try to anticipate and write things down, but I can predict everything I’m going to be asked. It’s frustrating.
I’ve already been turned down due to work tenure, however had I not had those opportunities, I wouldn’t have gained the experience I have. It’s allowed me to understand WHY processes and tools are important. Eliminating the ambiguity and having checklists and a system of milestones and tollgates simplifies the administrative work and allows for more efforts and creativity for increasing profitability. It’s also beneficial in training and growth. Personally, with my health issue, I would benefit greatly from a defined PM workflow system. I never really made that connection until recently and that has become my focus.
I’d like to find a role in organizational leadership, in a small to mid size organization in the design-build, automation world. I cannot think of another role in an organization that has more connections and requires more organizational involvement from different departments than a Project manager. From sales to service, tell me what other role is required to interact directly with as many stakeholders.
I’d like to execute continuous improvement efforts, safety programs, seek opportunities to eliminate waste, increase workplace efficiencies, support projects and problem solve. To manage resources and prioritize To step in when others need help, execute specific project tasks if required, perform site visits and lead others. I enjoy traveling and building relationships. I, and many others have been in situations where we suffer in silence. My goal is to eliminate that.
I don’t know where I’m going to find my next role, or if it will find me, but I am anxiously waiting.
-Be Kind
Doug
https://www.linkedin.com/in/dougstrid/
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